Managing the multinational : confronting the global-local dilemma
著者
書誌事項
Managing the multinational : confronting the global-local dilemma
Prentice Hall International, 1993
- : pbk
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注記
Includes bibliographical references and index
内容説明・目次
内容説明
This book compares and analyzes how leading American, European and Asian industrial corporations strategically organize and manage their multicontinental enterprises. It focuses on how multinationals are reorganizing their international operations with transcontinental structures, international management staffing and globally shared values - designed to enable their diverse production, function, and territorially driven parts to work together more coherently. The text presents 26 case studies of leading European, American and Asian multinationals, such as Philip Morns, Ford, Exxon, Nestle, Royal Dutch, Shell, FLAT, ICI, BP, Samsung, Toyota, and Sony.
目次
- Part 1 Organization strategy - for global competitive advantage: strategy and organization - for corporate coherence and advantage
- reshaping organization strategy - for continued growth. Part 2 Management dynamics - to concert differing perspectives: structuring - for multi-continental systems
- staffing - for international general management skills
- sharing values - for unifying styles and spirit. Part 3 Case studies of organizational change and continuity - differing perspectives driving leading multinationals: American corporations - globalizing product perspectives
- European groups - globalizing product perspectives
- Asian keiretsu and chaebol - globalizing function perspectives. Part 4 Reorganization - for managing transcontinental enterprises: leading teams - for strategic corporate coherence.
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